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Interpersonal Skills Intrapersonal Skills • Business Skills • Leadership Skills Today’s focus: Self Awareness
Interpersonal Skills
Intrapersonal Skills
• Business Skills
• Leadership Skills
Today’s focus: Self Awareness
How Self Awareness is taughtReading Self
AssessmentSimulation
1. Harvard Business Review
article by Mintzberg, H.
(March-April 1990). The
manager’s job: Folklore
and fact. Vol. 68, Iss. 2,
p.163-176
2. Handout from 1st day of
class “Learning from
role-plays” by Marcic et
al p 309
Leadership Style Questionnaire: Handout from last week
1. Email Inbox
Exercise
Recall self-awareness lecture Qs
• Based on the requirements of a manager’s job what aspects of yourself are your strengths and weaknesses?
To answer self awareness Qs..
• What is the managerial job?
• Observe how you perform as a manager
• Compare how you performed relative to a ‘standard’ (others, or a correct answer)
• Identify strengths & weaknesses
• Mintzberg’s framework to conceptualize it
• Experience a manager’s job
What is the managerial job?
•Consists of brief, different, spontaneous, disconnected activities…
What is the managerial job?
Type & # of Participants
Time of observation
Things observed
CEO study 5 CEOs 1 week • 890 pieces of mail
• 368 verbal contacts
Foreman Study
56 Foremen 1 8-hour shift
Activities
British study
160 Middle & Top managers
Not given Diary of activities
Description of research examining what managers do
Time span of activities Nature of activities
CEO study •50% activities < 9 min•10% activities > 60 min
93% of verbal contacts were ad-hoc
Foreman Study
1 activity every 48 seconds
British study 30+ mins of uninterrupted activity once every 2 days
Evidence that managers engage in brief, different, spontaneous & disconnected activities…
• Now that we know that managers engage in brief, different, spontaneous, disconnected activities…
• How to organize/conceptualize the manager’s job?– Mintzberg’s framework of managerial roles– House’s theory of leader behaviors
Mintzberg Managers engage in 3 General Roles
InterpersonalRoles
Informational Roles
DecisionalRoles
Formal Authority & Status of Manager
10 Specific Roles within 3 General Roles
Interpersonal RolesLeaderFigureheadLiason
Informational RolesMonitorDisseminatorSpokesperson
Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates
What is the nature of the Interpersonal Role
Interpersonal RolesLeaderFigureheadLiaison
Informational RolesMonitorDisseminatorSpokesperson
Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates
• Responsible for work of people in unit• E.g., fills in when people are absent or when no
specialized staff available for duty (Choran, cited in Mintzberg)
• Formal: hiring, training, performance review• Informal: Coaching, motivating, influencing
• Main focus of House’s theory– Will cover in Leadership 2 session
Leader Role
• Time spent with those outside the vertical chain (e.g., Peers, customers, suppliers etc)
Liaison Roles
Peers Subordinates Superiors Outside
British Study
47% 41% 12%
Foreman study
44% 46% 10%
CEO study
7% 48% 44
Keys & Case
20% 30% 10% 15-20%
• Ceremonial duties – CEO study found 12% of contact time was in
doing ceremonial duties & 17% of mail was due to formal position of the individual
Figurehead Role
• Are responsible for work conducted within units
• Develop relationships within and outside unit to conduct work
• Perform some image based activities (i.e., not directly work related)
As leaders, liaisons & figureheads, managers…
What we covered so far….what’s next
Interpersonal RolesLeaderFigureheadLiaison
Informational RolesMonitorDisseminatorSpokesperson
Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates
Informational Role
What’s done with the information?
Monitor •Requests new information & receives unsolicited information
Disseminator •Passes information (from within and outside unit) to subordinates
Spokesperson •Sends information to those outside unit (outside & inside organization) who have influence over unit
Managers send & receive information through interpersonal relationships
• Time spent in verbal communication was – 66-80% (British Study) – 78% (CEO study)
• 70% of incoming mail of CEOs was informational
• 40% of CEO contact time spent transmitting information
Evidence for Informational Role
What we covered so far….what’s next
Interpersonal RolesLeaderFigureheadLiaison
Informational RolesMonitorDisseminatorSpokesperson
Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates
Decisional Roles
Type of Activity
Entrepreneur •Voluntarily improves/adapts unit–CEOs managed at least 50 projects at a time
•Makes decisions and follows through
Disturbance Handler
•Responds to involuntary change •Acts to avoid/solve problems
Allocates Resources
•Decides who gets time, work etc. •Designs unit structure to determine coordination
Negotiator •Negotiates for self and for others
Activities within the Decisional Role
• Uses relationships and information to make decisions– Features of decisions
• Affected by several factors (e.g., functioning of other units, costs/benefits, timing etc.)
• Made on ad-hoc basis
• Based on person making the proposal rather than proposal
Decisional Roles
Putting it together….Different contexts emphasize these roles differently(e.g., sales vs. production vs. staff managers)
Interpersonal RolesLeaderFigureheadLiaison
Informational RolesMonitorDisseminatorSpokesperson
Decisional RolesEntrepreneurHandles DisturbancesAllocates ResourcesNegotiates
What is the managerial job?√ How to conceptualize these activities?– Experience a manager’s job– Become self-aware of your managerial behaviors
What’s next
How to do the simulation
• Time= 30 mins
• You will receive emails in your inboxes every 2 min labeled #1, #2, etc.
• Assume the role of Chris Pierce (info posted online) and respond as Chris would– Reply to ‘sender’ (i.e. mgtc24 account) not to the
entire list ([email protected])– In the body of the message, address your
responses to whomever is most appropriate in the case
